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1 – 10 of over 137000J. Goczol and C. Scoubeau
The communication concerning situations of project marketing (space industry, train construction, engineering, building construction, …) does not lead to a lot of researches and…
Abstract
The communication concerning situations of project marketing (space industry, train construction, engineering, building construction, …) does not lead to a lot of researches and publications. An attempt will be made in this article, to establish the link between project and corporate communication considering the various steps in the development of a particular project strategy. This induces the development of the identity of the firm, the definition of the main targets (sociogram approach) and the development of particular tools at both an internal and an external level. It appeared in this study that the traditional communication mix arrives late after the management communication and the organizational communication. Concerning the tools, the relational network seems to be the best adapted to the particular situation and the targeting allows a good despatching of the resources at this level. The firms have in fact to develop both a functional and a relational positioning.
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The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects…
Abstract
Purpose
The purpose of this review is to look at some of the common mistakes made related to communication within a project and how those mistakes can be avoided. Communication in projects is a critical factor in a project’s success. Many times, project teams forget some basic rules for communicating with their stakeholders.
Design/methodology/approach
The approach of this paper is to provide a general overview of common themes in the project management literature related to communication within projects.
Findings
While communication failures in projects are caused by many factors, the project team ultimately bears the burden for ensuring successful communication within a project. There are several common causes of communication failures. Thankfully, there are also some simple things that project teams can do to lessen the likelihood of miscommunication.
Research limitations/implications
As this is a general overview, this article only explores the more commonly experienced issues related to project miscommunication.
Originality/value
By observing some relatively easy to remember questions and concerns related to communication, a project team can be more effective in communicating with their project stakeholders. Effective communication will generally lead to better outcomes and, therefore, a higher likelihood for overall project success.
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S. Tai, Y. Wang and C.J. Anumba
The purpose of this paper is to show how effective project team communications is one of the major challenges to a construction project's success. The success of large‐scale…
Abstract
Purpose
The purpose of this paper is to show how effective project team communications is one of the major challenges to a construction project's success. The success of large‐scale construction projects is critical to Chinese economy. The purposes of the research are to grasp the current status of communications in large‐scale construction projects in China and lay a basis for further research on project communications.
Design/methodology/approach
A survey was conducted by postal questionnaire and telephone.
Findings
Through analyzing the data obtained from the survey, the communication problems in large‐scale construction projects in China are exposed. The roots of the problems are summarized as lack of good communication mechanism, weak organizational structures of construction teams, lack of uniform standards for construction information, and lack of support for advanced communication technologies.
Originality/value
The paper presents the directions for further research to improve communications in large‐scale construction projects in China.
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Effective communication is the channel by which any industry survives. Communication can be through several convenient means in respect to nature of the information sent. In an…
Abstract
Effective communication is the channel by which any industry survives. Communication can be through several convenient means in respect to nature of the information sent. In an effective communication, a well-defined information is passed from the sender to the receiver whether by physical contact in close proximity or distance enabled through a designed medium (traditional or contemporary). Whichever way information is transferred, the importance of communication in construction activities cannot be neglected. In fact, with many barriers experienced before and during the construction process, a structured platform should always be available without hindrance for ease of flow from the project manager to the least member of the construction team.
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Ashok Rehan, David Thorpe and Amirhossein Heravi
The study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the…
Abstract
Purpose
The study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the challenges in the digitalized environment in the Australian construction sector.
Design/methodology/approach
A quantitative approach was employed to collect survey data from 109 project managers and followers (project engineers, supervisors, team members, and senior managers) with diverse project management experience in the construction sector. An exploratory factors analysis/multivariate regression/relative importance index/t-test was used to identify the key project success factors and validate the study's results.
Findings
Data analysis identified four key project success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Effective Communication, along with seventeen “behavioural practices attributes” impacting project success positively and significantly and emphasizing inclusiveness, relationship building, self-feedback objectivity, sharing information, collaboratively resolving disputes, and controlling emotions that significantly impact project success.
Practical implications
The study's results will address the industry's challenges in the complex digitalized environment and specific issues experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption to achieve project success.
Originality/value
The quantification of research findings, employing an innovative approach, underscores the distinctive nature of this study. The key success factors will help formulate innovative practices using stakeholder analysis, communication plans, conflict resolution strategies, promoting collaboration, safety leadership, providing cultural awareness, and enhancing the decision-making process to face challenges in the construction sector.
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Haiyan Xie, Ying Hong, Mengyang Xin, Ioannis Brilakis and Owen Shi
The purpose of this study is to improve communication success through barrier identification and analysis so that the identified barriers can help project teams establish…
Abstract
Purpose
The purpose of this study is to improve communication success through barrier identification and analysis so that the identified barriers can help project teams establish effective information-exchange strategies.
Design/methodology/approach
The recent publications on construction communication about time management are reviewed. Then, the semi-structured interviews are performed with both questionnaires and audio recordings (n1 = 18). Next, the collected data are analyzed using both statistical measures on the questionnaire survey and qualitative coding analysis on the text transcripts from an audio recording. Particularly, the identified barriers are substantiated using a scientometrics approach based on the published articles (2011–2020, n2 = 52,915) for purposeful information-sharing solutions in construction time management. Furthermore, the intervention strategies from the top 10 most-cited articles are analyzed and validated by comparisons with the results from construction surveys and relevant studies.
Findings
Based on the discussed communication difficulties, five main barriers were identified during time-cost risk management: probability and statistical concepts, availability of data from external resources, details of team member experiences, graphics (and graphical presentation skills), and spatial and temporal (a.k.a. 4D) simulation skills. For the improvement of communication skills and presentation quality regarding probability and statistical concepts, project teams should emphasize context awareness, case studies and group discussions. Details of communication techniques can be adjusted based on the backgrounds, experiences and expectations of team members.
Research limitations/implications
The dataset n1 has both size and duration limits because of the availability of the invited industry professionals. The dataset n2 considers the literature from 2011 to 2020. Any before-the-date and unpublished studies are not included in the study.
Practical implications
A thorough comprehension of communication barriers can help project teams develop speaking, writing and analytical thinking skills that will enable the teams to better deliver ideas, thoughts and meanings. Additionally, the established discussion on barrier-removal strategies may enhance time management effectiveness, reduce project delays, avoid confusion and misunderstanding and save rework costs.
Social implications
This research calls for the awareness of communication barriers in construction project execution and team collaboration. The identified barriers and the established solutions enrich the approaches of construction companies to share information with communities and society.
Originality/value
This is the first identification model for communication barriers in the time management of the construction industry to the authors' knowledge. The influencing factors and the countermeasures of communication difficulties highlighted by the research were not examined systematically and holistically in previous studies. The findings provide a new approach to facilitate the development of powerful communication strategies and to improve project execution.
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Paul Ziek and J. Dwight Anderson
Project communication is overwhelmingly viewed as the proper and timely delivery of pertinent project information. The view of communication in this way misses the constitutive…
Abstract
Purpose
Project communication is overwhelmingly viewed as the proper and timely delivery of pertinent project information. The view of communication in this way misses the constitutive nature of communication. Communication is more than message exchange but a way that project managers generate the grounds for a project. The purpose of this paper is to explore how the communicative practices of project managers creates a dialogue with stakeholders that ultimately impacts the content, direction and outcome of a project.
Design/methodology/approach
Semi-structured interviews were performed with project managers from the Project Management Office of a large international bank. The project managers were responsible for their own projects of varying size with scopes that included everything from marketing initiatives to heavily oriented technology projects.
Findings
Overall, the project managers interviewed for the current project do not subscribe to the belief that communication is part of a constitutive dialogue. Instead, when discussing their overall views of communication, 82 percent of the interviewees took a transmission approach to the action. To that end, they believe that the goal of communication is to send clear, unambiguous and complete information.
Originality/value
Unlike other studies about communication within the field of project management, the current study looks to uncover how communication is part of a constitutive dialogue between a project manager and project stakeholders. The researchers did not look just to understand the micro-level exchanges between project managers and stakeholders but how those exchanges enabled a sustained dialogue that shapes the scope and trajectory of a project.
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The purpose of this paper is to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor (PM2PS) communication and to propose…
Abstract
Purpose
The purpose of this paper is to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor (PM2PS) communication and to propose future research directions.
Design/methodology/approach
The research consisted of a review of the literature related to the withholding of information in subordinate-to-superior communication and in PM2PS communication. Literature from project communication studies and literature from general communication theory was consulted.
Findings
Using defensive silence theory as a conceptual framework, five research propositions specific to fear-based information withholding in PM2PS communication are offered.
Research limitations/implications
The study findings are limited to PM2PS communication based upon fear. The study provides a foundation for further research in this area within the conceptual framework of defensive silence theory.
Practical implications
The practical implication of this paper is that certain perceptions and behaviors of a project sponsor can be related to fear-based information withholding in PM2PS communication.
Originality/value
The originality of this paper is that it extends defensive silence theory into the realm of PM2PS communication. The value of this paper is to provide a catalyst for subsequent empirical-based research in order gain greater insight into fear-based information withholding in PM2PS communication.
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Titus Ebenezer Kwofie, Samuel Amos-Abanyie, Frank Fugar, Samuel Owusu Afram, Clinton Ohis Aigbavboa and Emmanuel Owusu Banahene
The perception that the repetitive nature and attributes of mass housing projects (MHPs) induce significant influence on communication among projects teams have persistently been…
Abstract
Purpose
The perception that the repetitive nature and attributes of mass housing projects (MHPs) induce significant influence on communication among projects teams have persistently been acknowledged without an empirical accentuation. This seemingly untested knowledge tends to limit the predictive accuracy of success and effectiveness of adopted communication style, strategies and models in mass housing particularly due to the incidence of the repetitive attributes. The purpose of this study is to delineate the influence of the repetitive attributes of mass housing projects on communication performance among the project team.
Design/methodology/approach
Through the use of questionnaire survey and structural equation modelling analysis, a hypothesized model tested evaluated the effects of the repetitive attributes of mass housing on information flow and information composition communication performance.
Findings
In the case of influence on information flow, it was seen to be substantial whereas that of the information composition was moderate.
Originality/value
The findings offer empirical credence to the existing perception and indeed affirm that the repetitive features of MHPs significantly contribute to communication performance related to information flow and information composition among the project team. The implication of these findings is that, practitioners and stakeholders on mass housing are urged to explore bespoke communication methods, medium, strategies and management approaches that fit the MHP attributes and environment to engender managerial and communication efficiencies in the delivery.
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Jeffrey Boon Hui Yap and Martin Skitmore
Legions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of…
Abstract
Purpose
Legions of projects fail to attain their time and cost objectives due to ineffective coordination. This is often due to a lack of essential learning from projects because of insufficient communication and working experience. One of the key reasons why this occurs is that managers are unaware of what knowledge needs to be retained. In contrast with knowledge management research, which mostly focuses on the systems and processes for capturing, storing, and retrieval of knowledge, this paper investigates the nature of project communication and learning and their role on project time and cost control.
Design/methodology/approach
A stratified proportional purposive sampling approach was adopted in choosing the interview participants for the study. They are experienced industry practitioners working on building construction projects in Malaysia. Content analysis was then performed on the interview data. The identified variables were further validated by 11 industry experts from the three primary construction stakeholders.
Findings
The results of a series of 12 in-depth interviews with industry practitioners are provided to reveal the effective communication tools for sharing and learning in a project-based environment, the learning inducing situations involved, and the use of reusable project experiences to improve project time and cost control.
Research limitations/implications
A possible limitation of the study is its focus on a small group of Malaysian practitioners delimits the generalizability of the findings.
Originality/value
A two-phase model with three-step project management process of input, tools, and output is developed from the Project Management Body of Knowledge (PMBOK) Guide as an aid for more effective knowledge reuse in project time and cost control in the future.
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